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Ignitor Insights

Ignitor Insights

Ignitor Insights is where experts and thought leaders around the world can share their learnings, insights, observations, predictions, as well as answer relevant questions, related to how our change community can best manage the personal,
professional, societal, economic, cultural, and global impact of the coronavirus pandemic now and into the future.

Helping Others Thrive During Times of COVID-19. Change seems to be ubiquitous right now. Our communities, families, work, daily routines are experiencing change at a breakneck speed. From the macro to the most micro levels, each of our lives are shifting. It would be easy to just say “our world is changing”, which of course it is. But the way each individual processes the change happening in our world at large is in the big and small ways our individual lives are changing. While the headline is “pandemic”, for each of us individually, the story is about how our personal lives are shifting.
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Nicole Sroka CEO, Mind Moves LLC

Awareness helps us to respond to change with confidence and flexibility. How can you as an individual best cope with VUCA changes like COVID-19? The skill of awareness is key. When you are able to pause, observe
and cultivate a neutral mind, then you build a deep stabilization within your core being that can weather any storm. COVID has forced us abruptly into isolation, discomfort and survival mode which rattles our sense of security.
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Mary Sylvester Client Solution Executive-Talent / Transformation, IBM

COVID-19 presents us with the greatest… I was thinking about all of the world-wide experiments that are going on as a result of Covid-19 at this time and thought others might want to add to it: Largest work-from-home
experiment, largest remote teaching experiment, largest experiment to see how agile our healthcare system is, largest experiment to see how you can disrupt the economy and then bring it back, etc.
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Steve Salisbury President, Steve Salisbury Consulting LLC

Focus on building stronger relationships and trust. It's inevitable that project timelines are going to change. Leaders need to ensure their direct reports are working together and aligned, so they can in turn
have a united message to the rest of the organization and be equipped to have conversations about all of the uncertainty we now face. How do we help leaders maintain alignment among their teams as they continue to drive change?.
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Michelle Yanahan Principal and Owner at ChangeFit 360

Employing the Behavior Cycle. I advocate for employing the behavior cycle to improve change sustainment. Nowhere have I seen the behavior cycle in action more than with our current health crisis. The cycle starts
with identifying critical behaviors. COVID-19 behaviors have been identified as hand hygiene, social distancing, shelter in place and use of protective masks and gloves.
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Sheila Fain CEO, LaMarsh Global

Take charge of your own change experience. Change can often be challenging especially when we don't agree with it or the impact is not desirable. Let's take the current viral crisis we all face. There are things
that we can do in this change and any other to manage our reaction and the process of acceptance and adoption.
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Patrick McCreesh ACMP Board of Director Member

Understand the loss / Help the person. As change professionals we know that change happens at the societal, organizational, and individual level. Until recently, many of us have focused our time on organizational
change driving success for the programs and initiatives within our companies. In this current global pandemic, we are forced to think about the impact of change at the societal level. We hear fundamental questions about how we live
and work. These are important questions. None of the processes and procedures of our pre-COVID life seem to answer them cleanly. I find myself answering these questions by reminding leaders, team members, and friends to focus on individuals.
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Gerald Kimmel Partner, CPC Unternehmensmanagement AG

It is a time for reflection. Most of us have faced disruptive personal change in our lives – loss of the first love, family members, illness…and we have found ways to cope. Global news constantly reports hunger,
war, poverty, disease: we express our empathy, but for whatever reasons it rarely turns into action. The difference is: this time it is the collective ‘us’ who is impacted. What I personally hope for as a result of our collective COVID-19
experience, is indeed a changed new normal. Read More >>

Steve Salisbury President, Steve Salisbury Consulting LLC

Everything we do needs to be relevant. There’s a fallacy that people working from home are bored. My experience is completely opposite, especially for leaders. They are busier than ever. They were busy before
the pandemic, now they are grappling with people working from home in-mass and trying to figure out how to keep the business running during all this uncertainty. It’s a challenge for those of us who tend to work with senior leaders
to maintain contact. Everything we do, and coach them to do needs to be relevant. Read More >>

Alina Tkachenko Self-employed Change Management Expert

Ave, Pandemic! There is no more business as usual. Companies and industries are all in a survival mode with just a few exceptions. As change managers, we are to seek opportunities in the situation, besides global
economic downturn, inevitable cost reduction and job losses. When it goes about survival, the first to be cut is R&D. More simplicity and agility in business set the direction for current and upcoming changes. Instead of strategic
planning, short term and pragmatic solutions - safe downsizing, remote team interaction, cash buffer security… Read More >>

Our historical change management playbooks are no longer dependable. As change management practitioners, we have created a language of our own, particularly when it comes to communicating the VALUE of change
management to our clients. We talk about the percentage of initiatives that fail, the likelihood of success when projects have excellent change management, and the amount of ROI for a project that is dependent on people behaving as
we desire. However, in the days of CV-19, these data point are falling on deaf ears. Read More >>

Iryna Chernyshova, CCMP™ CEO, ChangeImpulse

How long can an AСMP Chapter be inactive and maintain status quo under conditions of self-isolation? The Ukrainian Chapter was formed in May 2019. Our Chapter held its 1st CM forum on the 28th of February 2020
and planned an offline events calendar with partners and change management professionals from our community for the rest of the year. Due to COVID-19 pandemics everything suddenly changed. It was quite frustrating at first. But we
didn’t stumble for long. We watched how our corporate members of the community adapted their employees to work remotely. Read More >>

A new higher education model embraces student well-being and mentorship. Higher education in America continues to experience criticism and uncertainty in the face of political backlash that has many questioning
its value to our economy, its ability to create ever greater social mobility, and its purpose for those coming of age. In March 2020, as university administrators across the U.S. began making tough decisions to transition in-person
classes to online formats, it was clear there would be another disruption to colleges and universities. Read More >>

How are we dealing with our emotional bias during COVID-19? When our desires or fears lead us to override our best judgement, its known as an emotional bias. In the field of change management, we commonly help
people overcome the emotional bias for the status quo – a preference for how things are or how they’ve “always been.” Even if our most rational brain understands we must create a new plan, it’s hard to move forward. As business leaders,
we have an obligation right now to make smart business decisions. So, what’s our next steps in the face of an emotional bias for the status quo? Read More >>

Rainer Dunkel, ACMP Board of Directors Member

Can we expect businesses to return to the way they operated before the breakout of COVID-19? Are we noticing how the values are currently shifting? In my home country, Germany, the most frequently mentioned value
add presently is solidarity. I believe that many organizations will show an unusual shift in values after the crises. This may only be a short-term phenomenon. Or it may be a fundamental step towards a new normal of being interconnected
and interdependent. Read More >>

Greg Voeller, ACMP Board of Directors Vice-President

Forced to reinvent ourselves in real-time. COVID-19 is the most significant global disruptive force we’ve seen in decades. While the ‘next normal’ is still being defined, most, if not all, organizations are being
forced to reinvent themselves in real-time. Change professionals must be confident in that they have a major role in helping organizations put into place practical, doable future state descriptions. In each phase, new or evolved processes,
systems, and structures will quickly emerge, forcing individuals to learn, adopt and apply new skills. The change professional has skills and experience to lead the mapping of people impacts – both readiness factors and resistance
issues – in and across these areas. Just as vital, the change professional is a key influencer to assess how cultural Attributes and Values are being applied.
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Sylvie Charbonneau, ACMP Board of Directors Treasurer

Managing successful change under duress. When organization are preparing for a change, they have a plan and a budget. They get the resources and competencies they need to manage through the change. They identify
targets objectives and hopefully they ask change management professionals to help them evaluate the readiness and the approach to manage the change. With COVID-19 all of this is gone. Most people, most organizations, most countries
didn’t see it coming. They have no plan, no budget, no etc. Everybody is impacted, including the change management professionals. So, as professionals, how can we help when we are as concerned about the change as those we are supposed
to support? How can we focus on our clients’ needs when we are concerned about our family’ safety? How can we help our organization think about the future if we don’t know if we have a future with our organization? How can we help
people deal with uncertainty when we feel the same way?
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Benjamin Manu, ACMP Board of Directors Member

Making sense of organisational resilience to COVID 19 and our preparedness as change agents. As businesses moved to operate and deliver from home, some have been more successful than others. Most of us have risen
to the call with cautious confidence whiles others have complied but with corporate skepticism- stepping into the unknown unable to project risks and set in place successful forward-looking plans. I have found myself caught between
these two types of businesses. What I found peculiar is that even though both types of businesses have been forced to navigate the flight of COVID 19, each is taking different nuanced approaches. However, their stakeholders are seeing
the same responses. They are locked down and working from home. Fortunately, my clients represent each of the two groups. One a current customer and the other a prospect. This makes me reflect on my contribution and relevance to their
work.
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Dean Warman, ACMP Board of Directors Secretary

Work-from-home – adjusting to the current norm. It is very interesting to watch how we all react to this unexpected change as we learn to work-from-home (WFH). As a long-time WFHer, I’m lucky in that I already
utilize best practices, have an optimized physical space set-up, and am well-tuned to the professional mores required. But, suddenly, I am interacting with everyone in this fashion, many of whom are only equipped to WFH at a basic
level. Many have very little WFH experience. They are learning and adopting their own practices, on the fly.
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Rhiannon Cooke, ACMP Board of Directors Past President

Reflections on how we draw new ways of being from the situation. I wonder whether you, like me, have been so busy that you have fallen into the habit of being driven by your work rather than driving your work.
Have we dedicated all our ‘quality’ work time to serve the never ending ‘to do’ list and the full diary? Have we lost the possibility, or the idea of the possibility, that we could actually choose to do something that is a ‘pro-action’
not a reaction? COVID-19 is unexpected and unwanted. Many of us are reflecting on how we draw new ways of being from the situation.
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